Celerity enables process integration and optimization for major US retail bank

Challenge: After its acquisition of several regional banks, Celerity’s client needed to fully integrate and optimize performance across process, people, and technology by creating one set of integrated and optimized banking functions. Additionally, our client needed to reduce post-integration issues by ensuring adequate management and redesign focus on critical business processes.

Solution: The Celerity team developed and executed against a Business Process Management framework to support the integration and optimization of banking functions. The framework included evaluation of the current state processes and recommendations for an improved future state that identified gaps to be bridged. This framework provided a process-driven approach to influence and align with business requirements, testing, and training efforts. Additionally, Celerity worked with the client to provide line of sight into existing process risks and breakdowns that needed to be addressed as part of the integration efforts across the DC, New York and Texas banking footprints.

Results: The Celerity team was able to successfully standardize and execute a process analysis approach across bank lines of business and complete process redesign for all business processes critical to the integration. As a result of Celerity’s efforts, the overall integration and conversion efforts completed successfully within targeted time frames with minimal post-integration issues. As an added benefit, our client plans to use the Business Process Management framework to improve the efficiency of future integration efforts.

 

Celerity produces first end to end process view of Real Estate Owned operations at top US mortgage company

Challenge: Due to increased housing foreclosures of recent years, Celerity’s client faced unprecedented volumes in its Real Estate Owned (REO) division. Its current systems and processes were never designed to handle volumes caused by the mortgage crisis, and to operate efficiently the client needed to quickly initiate process improvement efforts across the entire operation while continuing to process incoming work. After launching several business process redesign initiatives simultaneously, the client realized that they did not have a common language or visual approach for describing business processes, nor did they have any centralization of previous attempts to document and refine processes.

Solution: The Celerity team brought much needed structure and discipline to the client’s business process redesign initiative. First, Celerity collected and centralized all the previous process redesign efforts. Next, the Celerity team partnered with the company’s Business Architecture Team to obtain alignment on an industry standard approach and ensure broader awareness of the team’s specific process redesign activities. Subsequently, the Celerity team began documenting the end to end process lifecycle in a consistent manner utilizing an industry standard methodology. Process diagrams were then created for each business unit within that lifecycle using the same approach.

Results: Celerity’s efforts resulted in cohesive high level and detailed views of the client’s end to end business process, enabling them to more easily onboard vendors, educate new employees, understand cross-functional impacts of process or technology changes and make continuous improvements. Furthermore, this work has contributed significantly to a successful start of a major business transformation project for this division.